SDC Special Meeting – Open Discussion on the Learning Organization Goldberg Room - January 19, 2006

Attendees: Judy Carter, Joe Collins, Ann Ercelawn, Rahn Huber, Lisa Shipman, Rachel Vacek, & Celia Walker

We met to have an open discussion about the nature of the learning organization. Suggested readings were posted to the SDC wiki site for committee members. In preparation for the meeting, Rachel distributed two handouts which she developed that might aid in discussion. They are: a snapshot of the discussion from a previous SDC meeting on the characteristics of the learning organization, and discussion questions to help guide the group. Before opening the group discussion, Rahn discussed how the concept of a learning organization is not a prescriptive process. There aren’t 10 steps and there you are. No one has all the answers and there are many ways to look at it. This is a complex concept and she passed around copies of the Fifth Discipline and the Fifth Discipline Fieldbook for everyone to look at. Becoming a learning organization is a huge and complex task. We may not completely get there, but any progress that moves us forward in the right direction is a good thing. To begin the discussion, Rahn asked the group if there were outstanding ideas or questions anyone had from the readings. If not, we would then begin the suggested discussion questions. What followed was a passionate discussion about the nature of a learning organization and the organizational and behavioral observations that will impact the progress. Celia captured discussion highpoints on the white board and those ideas are:

• We want to be a model organization, and it begins with the SDC.
• One idea that will help us all work together better is to get to know each other better and learn what others do. Everyone’s contributions are important.
• We need to keep a common goal in mind when interacting with others . It’s important to have a shared vision , and if everyone is on the same page, it’s easier to move forward.
• Each staff member brings value and deserves to be recognized for their value to the library system.
• Each staff member should have confidence in existing procedures when things seem to not be working as they should. There is a reason and usually a set of circumstances which caused them to be developed.
• All should remember not to sweat the small stuff.
• All should look and believe the best in others. In other words, don’t assume that people are out to cause you harm, hurt your feelings, or make your work environment less enjoyable.
• Seek consensus when possible – or look for a win/win solution so there are no losers (reference to book by Deborah Tannen)
• We need to change the current climate of fear (about job loss, taking risks, admitting you don’t know something) which does not allow people to do their best and is a barrier to becoming a LO.
• We need to have the right mechanisms in place. There are some there to address conflicts or disagreements, but are they supportive enough?
• We want to become an organization that people WANT to work for.
• When people work in an environment where they are valued, they can be more creative and contribute more to the organization.
• We recognize that some people are satisfied with the status quo, and that others can be encouraged and may be eager to do things in new ways that allow more contribution and ideas..
• Supervisors and managers can encourage staff by creating an environment that allows discussion, open dialog, and opportunities to try new things.
• As an organization, many people don’t have a comfort level with confrontation or disagreement. This is an area that SDC might address by offering ways to learn about it.
• As an organization, we aren’t as strong as we need to be in coaching, mentoring and giving honest feedback to others. This is an area that SDC might address by offering ways to learn about it.
• Common courtesy is not quite as common as it should be.
• The SDC might organize a Brown Bag or host presentations on ways to learn about how to work with difficult people, how to deal with conflict, and other related issues.
• Organizationally, many of the 200+ library staff don’t know one another. When people don’t know each other, it is harder to get along and we need to find ways to improve that. Maybe this is an opportunity to collaborate with the Communications Committee.
• The way we are organized in the various libraries creates a barrier to getting to know others. (the distributed system)
• At times, email is not a good communication tool and it can keep people apart.
• Ideally we can develop a way within the library system to identify people’s strengths and make use of their strengths and not solely rely on what people’s titles are, or where they work within the library.
• Some library staff are stagnant and seem to not want change or opportunities to take risks. But we shouldn’t write them off – they may not be conscious of it, or they may need more time or encouragement. They may just need to feel valued and appreciated more.
• Some people within the library system are caught in the library’s past history. For instance, we tried X and it didn’t work. We need to engage the naysayers and prove that things are changing.
• “Circles of Influence” – if you have a job which connects with others in different locations or departments, you know more about what other people do and how your work impacts your colleagues. Also, if you know the other people, you’re likely to have fewer frustrations and more understanding to solve problems when things don’t go the right way.